Chapter 10: The Structure of Small Groups

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The Structure of Small Groups

Every group has a discernable structure- a form or shape that is characterized by an interrelationship among its parts.

A group is composed of three or more individuals, interacting for the achievement of some common purpose(s), who influence and are influenced by each other.

Two people qualify as a dyad, not a group (and they engage in interpersonal communication)

To qualify as a group, three or more people must succeed as a unit in a quest to achieve a common purpose.

The essence of a group is a we-orientation, not a me-orientation.

Group Dynamics and Size

A large group is usually 12+ people (according to communication theorists).

Groups are small as long as each individual in the group can recognize interact with every other group member.

Group size largely determines group structure and, consequently, how we communicate.

As the group size increases, the complexity of group transactions and decision making increases.

A triad (3 member group) has nine possible interpersonal relationships, a 4-person group has 28 and so forth.

Challenges of Increasing Group Size

1. The number of nonparticipants in group discussions increases when groups grow much beyond seven members.

2. Larger groups easily become factionalized (members of like mind may splinter into smaller, competing subgroups- to withstand pressure other group members to conform to the majority opinion on an issue).

3. Larger groups may take much more time to make decisions than smaller groups.

4. Scheduling meetings can be daunting.

There is no ideal group size.

Instead, the smallest size capable of fulfilling the purposes of the group should be considered optimum.

As group size increases, complexity increases, causing an increase in the formality of the group.

More likely the group will become hierarchical, meaning that members of the organization will be rank ordered. This, in turn, causes changes in communication.

These chains of command can make upward communication very difficult.

Upward communication - messages that flow from subordinates to superordinates in an organization

Downward communication- Messages that flow from superordinates to subordinates.

Horizontal communication- Messages between individuals of equal power.

Task and Social Dimensions: Productivity and Cohesiveness

Each group has two primary interconnected dimensions: task and social.

The task dimension is the work performed by the group and its impact on the group.

The social dimension consists of relationships between group members and the impact of these relationships on the group.

Productivity is the goal of the task dimension, is determined by the degree to which it accomplishes its work efficiently and effectively.

Cohesiveness is the goal of the social dimension. The extent of a group's cohesiveness depends on the degree to which members identify the group and wish to retain it. Is developed by encouraging compatible membership. There can be too much (groupthink).

Cohesiveness and productivity (performance) are interconnected. Doesn't guarantee success, but needs to be present for success to occur.

Finding the proper relationship between productivity and cohesiveness is a persistent dialectical struggle in all groups.

Norms: Governing Group Behavior

Norms are rules that indicate what group members have to do (obligation), should do (preference), or may not do (prohibition) if they want to accomplish specific goals. 2 types of norms: Explicit and implicit.

Explicit norms specifically and overtly identify acceptable and unacceptable behavior. Are typical of low context communication style.

Implicit norms are observable patterns of behavior exhibited by group members that identify acceptable and unacceptable conduct.

Conformity is the inclination of group members to think and behave in ways that are consistent with group norms. Helps create a sense of belonging, accomplish important goals, etc.

Conforming can be negative. Binge drinking.

Members conform to group norms for two principal reasons: to be right and to be liked.

Roles: Expected Patterns of Behavior

Small-group roles are patterns of expected behavior associated with parts that you play in groups. Roles and norms are interconnected. Two general types of roles: formal and informal.

Formal roles assign a position.

Informal roles identify functions, not positions.

Are divided into three types: task, maintenance, and disruptive roles.

Task roles advance the attainment of group goals. The central function is to extract the optimum productivity from the group.

Maintenance roles address the social dimension of small groups. The function is to gain and maintain group cohesiveness.

Disruptive roles are me-oriented. Their function is to focus attention on the individual at the expense of group needs and goals.

Role fixation is when a group member plays a role rigidly with little or no inclination to try other roles; decreases group effectiveness.

Leadership